Академический Документы
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2nd Edition
Table of Contents
Application and Examination Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-4 Administrative Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Writing the Achievement Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1-Cultural Enablers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.1 Leadership & Ethics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.2 People Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.2.1 Education, Training & Coaching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.2.2 Empowerment & Involvement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.2.3 Environmental & Safety Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2-Continuous Process Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.1 Lean Principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.2 Value Streams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.2.1 Customer Relations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.2.2 Product/Service Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.2.3 Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.2.4 Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.2.5 Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 3-Consistent Lean Enterprise Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 3.1 Enterprise Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 3.2 Policy Deployment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 4-Business Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 4.1 People Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 4.2 Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 4.3 Delivery. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 4.4 Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 4.5 Financial Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 4.6 Competitive Impact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Scoring System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-12 Contact Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Re-applications
Re-applications will be accepted for the following: No recipient status was awarded on the last application; Bronze or Silver Medallion status was awarded on the last application and the entity wishes to advance its status (in general it will take at least two years between appl;ications to show improvements necessary to advance); or The Shingo Prize was awarded and the entity is ready to renew its award status which expires after five years. We encourage recipients at all levels to submit required measures annually. This allows us to hold organizations somewhat accountable for long-term sustainment and continuous improvement, better prepares us to evaluate a facility upon reapplication, and will also provide key anonymous information to our database of applicants to be used for research and potential benchmarking. We will request these key measures update once a year. Re-applications must relate to substantially the same entity as the original application. A new application and Achievement Report must be submitted. Please use the re-application form that is available at www.ShingoPrize.org.
Where to Apply
The Shingo Prize has organized some regional partners to help administer The Shingo Prize. Awards achieved are consistent regardless of the office that administers the process. The three award levels that can be achieved are the Shingo Bronze Medallion, the Shingo Silver Medallion and The Shingo Prize. If you are uncertain who you should be working with in your area, please contact The Shingo Prize staff at the Utah State University headquarters office. We will make sure your application is filed in the correct office. Please contact Shaun Barker with any questions you may have by phone at (435) 797-3815 or via e-mail shaun.barker@usu.edu.
Business Guidelines
profile sheet. They may be posted to the website or provided to media. All forms are available online at
www.ShingoPrize.org. No fees are due at this point in the process.
Achievement Reports
Achievement Reports should be written after the application is approved, this ensures an eligible applying entity. Achievement Reports will be due at the start of each quarter, January 1, April 1, July 1, and October 1. Achievement Reports not received in time to process before the Annual Shingo Prize International Conference and Awards Ceremony (usually held in April or May) will be recognized at the following Annual Shingo Prize International Conference and Awards Ceremony. If you
are trying to ensure recognition at a specific years Shingo Prize International Conference, you should submit your Business Prize Achievement Report by July 1. If the Achievement Report is turned in after this date, it may not be processed in time for the conference. However, we will process it as quickly as possible on a FIFO basis.
Applicants will be advised of an approximate-process time table based on the date the achievement report is received and the workload in process. If an application cannot be processed in time for the next Conference and Awards Ceremony the application will become part of the following years applications. Please submit the achievement report early if you are concerned about a specific conference date. Each applicant can be assured that information obtained through the Achievement Report is held confidential. Every individual involved with the review, handling, and processing of application reports must sign a Nondisclosure Agreement that is kept on file at The Shingo Prize office. Business entities that have representatives on the Board of Governors or Board of Examiners are allowed to challenge, but their representative will be disqualified from participation in the assessment, review, and selection processes for the category in which they are challenging. Applicants are not expected to and are encouraged not to divulge proprietary information regarding products, processes, or sensitive financial results. The application fee is due with the Achievement Report.
Applicants selected for a site visit assessment pay an additional fee. The cost of each site visit assessment is based in part on the nature and size of the applying entity and the number of examiners needed. Fees generally average between $7,000 and $12,000 for single, large business applications, utilizing four to eight site visit
Fees
examiners. Medium and small business locations may have lower fees depending on the size of the facility, the product or service, and the number of examiners needed to evaluate the facility. The invoice is for a site visit fee and will not be broken down in any more detail than the total fee. International applications may be subject to additional fees to cover additional travel expenses for examiners; these fees will be assessed during the application process. The site visit fee will be invoiced and sent to you within 30 days of the site visit.
Administrative Fees
Application and Re-application Fees
An Achievement Report processing/application fee of $5,000 for large businesses, $3,000 for medium businesses, and $1,500 for small businesses must be submitted with the Achievement Report. For payment information, please call The Shingo Prize office at (435) 797-2279. Application forms are available online at www.shingoprize.org
Business Guidelines
The report must be printed on 8 x 11-inch paper using a fixed pitch font of 11 characters per inch or a proportional spacing font of point size 12. Sheets should be double-sided, single spaced. The report is generally limited to a maximum length of 75 printed pages. The report should be coil bound. The official language of the Achievement Report is English. Fifteen (15) copies and one CD or zip disk copy of the Achievement Report, meeting all above-stated criteria and format requirements, can be turned in up to one year after the application has been approved.
visible throughout all stages of the process, and encourage/require regular communication; Formal mechanisms (e.g. formal meetings, in-house training programs, etc.) for capturing and transferring lessons learned from improvement efforts; The use of standardized work procedures and a formal training program to ensure that all employees know and follow these procedures; Specific training philosophy similar to Training within Industry, which assures everyone knows precisely how to do the job; Cooperative endeavors with schools and training organizations to ensure a qualified workforce; and C ooperat ive c om mu n it y ende avors t hat demonstrate the company and its employees are socially responsible.
1.2 People Development (125 Points) 1.2.1 People Development Education and Training
(50 Points)
Activities, practices, and systems that support Education & Training at a Principles level could include, but are not limited to: Individual or job-specific development plans; On-the-job coaching in lean practices, separating orientation training from regular employee training; Structured education programs related to continuous improvement concepts; Systems that make the customer/supplier linkage
Business Guidelines
escribe your organizations philosophy toward applying the lean principles and concepts below. At Toyota, this would be a description of the Toyota Production System. Continuous Process Improvement will be evaluated based upon how well your organization implements this philosophy across all the business processes outlined in Subsection 2.2.
2.2 Continuous Process Improvement Value Streams & Support Processes 2.2.1 Customer Relations (50 Points)
Principles:
Business Process Focus; Flow and Pull; Stability and Standardization; No defects passed forward; and Continuous Improvement Focused on Flow of Value. Scientific Thinking; Identify and Eliminate Waste Integration of Improvement with Work; Seek Perfection (see Lean Thinking: Banish Waste and Create Wealth in your Corporation, James P. Womack and Daniel T. Jones, Free Press, 2003). Kaizen and breakthrough improvement; 5S, Visual Workplace, Visual Displays, and Visual Management; Zero Defects through Poka-yoke; Value Steam Mapping; Value Analysis; Distributing work intelligently and efficiently or level loading; Theory of constraints managing bottlenecks; Quick change-over; Benchmarking Processes; and A3 Thinking.
iscuss the application of your continuous process improvement philosophy relative to the principles and concepts described in the Customer Relations Processes section in the Shingo Model and discuss the following ideas: Process for assessing the voice of the customer; and Customer facing processes such as order taking, delivery commitment, f lexibility for change orders, responsiveness to problems, invoicing, and collections.
Systems:
iscuss the application of your continuous process improvement philosophy relative to the principles and concepts described in the Product/Service Development Processes section in the Shingo Model and discuss the following ideas: Using quality function deployment, concurrent engineering, etc. for product development; Process benchmarking of global
Operations Measures
Include in this section a discussion of the key measures used to drive continuous improvement.
iscuss the application of your continuous process improvement philosophy relative to the principles and concepts described in the Supply Processes section in the Shingo Model. Discuss the following ideas: The integration of the company and its suppliers in establishing value-creating methods and practices across company boundaries; Recognition that suppliers are part of the value stream and therefore can affect quality, cost, flexibility, and risk; Distribution and transport alliances to insure product quality and productivity; Respect for suppliers; and Commitment to supplier development.
Supply Measures
iscuss the application of your continuous process improvement philosophy relative to the principles and concepts described in the Operations Processes section in the Shingo Model. Discuss the following ideas: Flow and Pull; Value stream mapping; Time-based or just-in-time manufacturing; Total productive, preventive, or predictive maintenance TPM; Quick changeover or setup reductions (SMED); Poka yoke; Reducing information deficits, human error, and scheduling complexity through visual devices and systems (or through visual solutions); Cellular layout; 5S; Right-sized equipment and facilities; Six sigma, statistical process control, design of experiments (DOE); Tools of quality (i.e., pareto charts, storyboarding, cause and effect diagrams, 5- whys, or similar problem-solving techniques); and Production Process Preparation (3P). There are multiple ideas that can be applied in this section. The above list is not intended to be comprehensive. Organizations should use those ideas that are appropriate
Include in this section a discussion of the key measures used to drive continuous improvement.
iscuss the application of your continuous process improvement philosophy relative to the principles and concepts described in the Administration Processes section in the Shingo Model. Discuss the following ideas: Alignment and integration of administration functions to support the value stream; Flow and Pull; Va lue strea m mapping with empha sis on information flow; Total productive, preventive, or predictive maintenance TPM; Quick changeover or setup reductions; Poka yoke; Reducing information deficits, human error, and scheduling complexity through visual devices and systems (or through visual solutions); and Tools of quality (i.e., pareto charts, storyboarding, cause and effect diagrams, 5- whys, or similar problem-solving techniques).
Administration Measures
Include in this section a discussion of the key measures used to drive continuous improvement.
Business Guidelines
Business Results
4.1 People Development (25 Points)
Measures to be provided on the Measures Form: Training; Involvement; and Education. and finished inventories compared to relevant total cost or revenue. Supplemental data could include: Key value stream margins; Reduction in key cost categories; Energy productivity physical or financial output compared to energy cost or quantity; Resource utilization (floor space, vehicles, etc.); Maintenance profiles (% preventive for example); and Other appropriate measures.
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Business Guidelines
Scoring System
Scoring System
The Shingo Prize Examiners review the applicant based on the evaluation component. Dimensions I, II, and III refer primarily to Principles, Systems, and Tools. Dimension IV refers to Results. The score of each dimensions components will be determined first by the quadrant that best describes the companys current practices based upon the individual descriptors, then qualitatively based on whether the current practice is high, mid, or low within the quadrant. A qualitative percentage is selected and multiplied by the point value of the criteria element to determine a current practice score. Specific factors relating to each evaluation matrix are described below.
Scoring System
Results Evaluation Component
The demonstrated improvement trend in each key component; The level of performance in each key component; A clear understanding of world-class performance, based on benchmarking and other industry data; The choice and use of appropriate measures for each specific purpose, and the proper technical adjustments; and The use of measured results to stimulate further improvement.
RESULTS Evaluation Component Organizations which fully match the descriptors would score at the top of the indicated range. 100% excellent improvement trends in key strategic areas and within the waste-prevention projects high and predictable levels of performance with active programs based on goal setting creative focused choice of appropriate indicators with demonstrated validity evidence of ingrained, routine feedback of results to those responsible for improvement generally good improvement trends in the key strategic areas and in improvement projects good level of performance in most areas and projects; some attention to goal setting appropriate measures used with demonstrated validity good evidence of feedback of results to those involved in improvement on a regular basis Modest improvement in some key areas and applications reasonable-to-good level of performance in some areas and applications adequate choice of measures used but little demonstrated validity little evidence of results feedback as a routine no apparent improvement trend in key areas; mixed results in applications levels of performance that are either low or not predictable poor choice of measures and insufficient use no evidence of systematic feedback of results
80% 79%
60% 59%
40% 39%
20%
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Business Guidelines
Contact Info
Contact Information
The Shingo Prize for Oper ational Excellence Jon M. Huntsman School of Business Utah State University 3521 Old Main Hill Logan, UT 84322-3521 (435) 797-2279 (435) 797-3440 FA X w w w.ShingoPrize.org For questions or comments contact: Shaun D. Barker Associate Director shaun.barker@usu.edu